MODULE 3 MANAGEMENT LEARNING

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MODULE 3MANAGEMENT LEARNING

• Good things grow from small foundations

• What can we learn from classical management
  thinking?
• What is unique about the behavioral management
  approaches?
• What are the foundations of the modern management
  approaches?

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MANAGEMENT LEARNING Classical ManagementMODULE
GUIDE 3.1

• Taylors scientific management sought efficiency
  in job performance.
• Webers bureaucratic organization is supposed to
  be efficient and fair.
• Administrative principles describe managerial
  duties and practices.

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CLASSICAL MANAGEMENTScientific Management

• Scientific Management
• Emphasizes careful selection and training of
  workers and supervisory support
• Described by Frederick Taylors Principals of
• Management in 1911.

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CLASSICAL MANAGEMENTScientific Management

• Taylors Four Principles of Scientific Management
• 1. Develop a science for each jobrules of
  motion, standard work tools, proper work
  conditions.
• 2. Hire workers with the right abilities for the
  job.
• 3. Train and motivate workers to do their jobs
  according to the science.
• 4. Support workers by planning and assisting
  their work by the job science.

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CLASSICAL MANAGEMENTBureaucracy

• Bureaucratic Organizations
• Defined by Max Weber in late 19th century
• Focused on definitions of authority,
  responsibility and process
• Intended to address the inefficiencies of
  organizations at that time

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CLASSICAL MANAGEMENTBureaucracy

• Characteristics of an Ideal Bureaucracy
• Clear division of labor Jobs are well defined,
  and workers become highly skilled at performing
  them.
• Clear hierarchy of authority and responsibility
  are well defined, and each position reports to a
  higher-level one.
• Formal rules and procedures Written guidelines
  describe expected behavior and decisions in jobs
  written files are kept for historical record.
• Impersonality Rules and procedures are
  impartially and uniformly applied no one gets
  preferential treatment.
• Careers based on merit Workers are selected and
  promoted on ability and performance managers are
  career employees of the organization.

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CLASSICAL MANAGEMENT Administrative Principals

• Administrative Principals
• Attempts to document the experiences of
  successful managers
• Analyzes organizations in their social context
• Two key contributors
• Henri Fayol
• Mary Parker Follett

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CLASSICAL MANAGEMENT Administrative Principals

• Henri Fayol Administration Industrielle et
  Generale - 1916

Five Duties of Managers According to Henri Fayol
1. Foresightcomplete a plan of action for the
future. 2. Organizationprovide and mobilize
resources to implement plan. 3. Commandlead,
select, and evaluate workers. 4.
Coordinationfit diverse efforts together, ensure
information is shared and problems solved. 5.
Controlmake sure things happen according to
plan, take necessary corrective action.
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CLASSICAL MANAGEMENT Administrative Principals

• Mary Parker Follett 1920s
• Foresighted approach
• Advocated managers and workers work in harmony
  and employees should own a share of the business
• Forerunner of managerial ethics and social
  responsibility

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MANAGEMENT LEARNINGBehavioral ManagementMODULE
GUIDE 3.2

• The Hawthorne studies focused attention on the
  human
• side of organizations.
• Maslow described a hierarchy of human needs with
• self-actualization at the top.
• McGregor believed managerial assumptions create
  self-
• fulfilling prophesies.
• Argyris suggests that workers treated as adults
  will be
• more productive.

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BEHAVORIAL MANAGEMENTThe Hawthorne Studies

• Hawthorne Studies - 1924
• Studies tried to determine how economic
  incentives and physical environment affected
  productivity
• Involved 21,000 people over 6 years
• Concluded that human needs were an important
  factor in increasing productivity
• Resulted in The Hawthorne Effect

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BEHAVIORAL MANAGEMENT Maslows Hierarchy of
Needs
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BEHAVORIAL MANAGEMENT McGregor

• McGregors The Human Side of Enterprize
• Separated managers into two beliefs / styles
• Theory X Managers
• Believe employees generally dislike work, lack
  ambition, act irresponsibly, resist change and
  prefer to follow.
• Use classical directive command and control
  style
• Theory Y Managers
• Believe employees are willing to work, capable of
  self control and self direction, responsible and
  creative
• Use behavioral participative style

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BEHAVORIAL MANAGEMENT Argyris

• Argyris Personality and Organization
• Argues that employees
• want to be treated as adults
• will perform better with less restrictive /
  defined tasks
• runs counter to Scientific Administrative
  theories that argue for close supervision